Messaging business strategy
Once computing systems emerged into the open from their earlier
proprietary architectures the market for independent electronic
messaging software could grow. The new solutions utilized
the recently deployed windows PC is personal computer
to good effect. Major corporations discovered that
departments had both deployed LAN mail solutions, and were now
asking for corporate information technology (IT) to take over,
or integrate these with the corporate mail systems.
Groupware capabilities moved out of academia and into mainstream
software companies such as Lotus Development with its Notes
application. The integration and management problems
increased, but it was clear that the old terminal based
solutions were functionally lacking, disliked by the line
divisions and costly to operate.
HP's office products business, had responded to these trends by
developing a new messaging server that benefited from the
experience of the previous generation proprietary
solution. It was UNIX is a computer operating system. It is a registered trademark of AT&T.
based. But it took a few
releases to align it with the market's focus on: hardware
and OS portability, budgets with the line divisions, and
international messaging standards. It took time to build
awareness of business's 'mission critical need for a robust open
messaging backbone'. To find and incentivize a
multi-platform, value added, software channel. As sales
finally began to grow HP's computer division voiced
concerns. They had noticed that the software was being
used by IBM, to help sell IBM servers and services into accounts
targeted by HP.
HP responded by reorganizing the office products business, and
placing computer division management into senior positions
within the messaging organization. Was there a strategy
that could please HP's executives, sustain the channel and
provide real benefits to customers? Yes and it was based
on CAS properties:
- Transforming the open systems
This page reviews the catalytic
impact of infrastructure on the expression of phenotypic effects by an
agent. The infrastructure
reduces the cost the agent must pay to perform the selected
action. The catalysis is enhanced by positive returns.
amplifier into an
This page reviews the strategy of setting up an arms race. At its
core this strategy depends on being able to alter, or take
advantage of an alteration in, the genome
or equivalent. The situation is illustrated with examples
from biology, high tech and politics. evolutionary
- Setting up
Walter Shewhart's iterative development process is found in many
complex adaptive systems (CAS).
The mechanism is reviewed and its value in coping with random
events is explained. iterative developments
to a focused set of customers in a target market
- Involving the whole organization in business
planning activities to agree a
shared vision, mission and
This page looks at schematic structures
and their uses. It discusses a number of examples:
- Schematic ideas are recombined in creativity.
- Similarly designers take ideas and
rules about materials and components and combine them.
- Schematic Recipes help to standardize operations.
- Modular components are combined into strategies
for use in business plans and business models.
As a working example it presents part of the contents and schematic
details from the Adaptive Web Framework (AWF)'s
Finally it includes a section presenting our formal
representation of schematic goals.
Each goal has a series of associated complex adaptive system (CAS) strategy strings.
These goals plus strings are detailed for various chess and business
- Introducing a
This page discusses the program strategy in a complex adaptive
system (CAS). Programs
generate coherent end-to-end
activity. The mechanism is reviewed. program based
organization to improve cooperation and
HP's computer business, like its competitors, needed software
applications to pull its servers into customer accounts.
By shifting our porting strategy from one based on covering many
platforms at low overhead to an alternative focused on using the
performance of the hardware architectures sales teams incentives
became aligned with our solution. As customers
deployed the solutions they demanded multiple platforms - say HP
and IBM - and become committed to the messaging platform.
The user group pushed HP's executives to limit the influence of
the computer division on the messaging strategy.
A limited number of customers were identified as matching our
vision. Developing relationships with their executives
allowed us to model their messaging usage, and needs.
These were prioritized into the product development
process. Their use of the features was checked, issues
identified and plans updated.
Previously developed business
planning activities again included all the teams within
the organization. Customer and competitor studies were
organized. The vision was reviewed and shared
A program approach was adopted by the R&D is research and development.
lab manager. This
allowed the iterative developments and business planning
activities to be leveraged into parallel team activities with
resources deployed flexibly between teams as needed.
The approach worked well while this 'environment'
persisted. Eventually however, Microsoft's partnership
with HP, and its successful delivery of integrated office
applications with Exchange, undermined the standalone messaging
Politics, Economics & Evolutionary Psychology
Nature and nurture drive the business eco-system
Emerging structure and dynamic forces of adaptation
||integrating quality appropriate for each market